Launching New Teams and Improving Team Performance

alex-sajan-402957-unsplash*This post was authored by Dr. Gordon Curphy, Managing Partner of Curphy Leadership Solutions.

Teams are fundamental structures for getting work done, and tens to thousands of teams can be found in organizations. Despite the prevalence of teams, research shows that only 10-20 percent are high-performing, which means most have room for improvement. There are four basic ingredients needed to properly launch new teams or improve team performance. First, teams need a roadmap for performance. They need to understand the key factors associated with high-performing teams, which factors are the most important, and how they are interrelated. The Rocket Model fills this need, as it is a well-researched yet practical roadmap for building high-performing teams. 

Second, teams need both “how” and “why” feedback. The Team Assessment Survey provides benchmarking feedback on how a team is doing in each of the eight Rocket Model components. The Hogan suite of assessments can be used to provide “why” feedback, and the particular assessments used depends on which questions teams need answered. The Team Assessment Survey works best when team membershave been working together for a month or two, but the MVPI and HPI can be used when launching new teams. The third ingredient is a team improvement toolkit, which can be found in The Rocket Model: Practical Advice for Building High Performing Teams (Curphy & Hogan, 2012). This book describes different effective team improvement tools and techniques for improving team performance.

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Successful Teams: The New Blueprint

Screen Shot 2018-07-10 at 11.13.09 AM*This article was authored by Ryan Ross and Michael Sanger, and was originally published in The Teams Issue of Talent Quarterly. Visit their website to purchase the full issue as well as all previous issues.

BUILDING THE PERFECT TEAM ISN’T ABOUT ASSEMBLING AN ALL-STAR SQUAD OF ARCHETYPES. IT’S ABOUT FIND- ING CONTRIBUTORS WHO ARE GENEROUS AND RESPECTFUL, BUT CONFIDENT AND CHARISMATIC, TOO— AND PICKING THE RIGHT LEADER WHO CAN PULL THEM ALL TOGETHER.  

IF CLASSIC CARTOONS like Scooby Doo, Captain Planet, and Teenage Mutant Ninja Turtles have taught us anything, it’s that only a team has the capacity and resourcefulness to solve a mystery or save the universe.

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Our Assessments Don’t Discriminate, But Many Do

Scott_IMG_9325_FBRecent EEOC agreements with two major US companies have once again raised concerns about adverse impact resulting from personality assessment use in hiring. Just as every automobile, electrical appliance, or medicine can negatively impact people’s lives if manufactured poorly or used improperly, assessments can be poorly developed, haphazardly applied, or purposefully misused to negatively and unfairly impact peoples’ lives and employment. At Hogan, we agree with the EEOC’s investigation and intervention on behalf of plaintiffs when any selection procedure results in unfair hiring practices, because our research shows that well-developed assessments predict job performance and that well-developed personality measures help companies make fair hiring decisions.

There are two key issues to consider when using any pre-hire assessment or test, and at Hogan, we encourage assessment users to attend closely to them. The first is validity. The validity of a test or assessment regards the predictions that can be made from it. The key issue in pre-hire assessment is whether there is scientific evidence that the assessment predicts job performance, turnover, safety behaviors, or other relevant business outcomes for a job or job family. Note the following from the Uniform Guidelines on Employee Selection Procedures (1978).

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New Study Lists Robert Hogan As One of the Greatest Living Psychologists

RT Headshot 2017*This press release originally appeared on Business Wire.

In a new study published in Psychology, Dr. Robert Hogan, Chairman & President of Hogan Assessments, was nominated by his peers as a top psychologist in multiple categories.

The study, conducted by Adrian Furnham, Professor of Psychology at University College London and the Norwegian Business School, asked 101 qualified participants, all psychologists, to nominate the person they consider the “Greatest Living Psychologist.” Dr. Hogan was one of 10 psychologists to receive multiple nominations for this distinction.

The study aimed to determine how psychologists thought about their peers, asking each participant via an online survey to respond to open-ended questions such as “who is the greatest psychologist of all time?” and “who is the greatest living psychologist?” Participants were asked to rank psychologists across six different categories.

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THUOPER Developing Colombia’s Next Generation of Leaders

19961470_887909488023223_8286734410840557035_nTHUOPER, Hogan’s Colombian distributor, embodies one of Hogan’s core values: developing future leaders. Ineffective leadership has plagued the global workforce for centuries, mostly because the characteristics that help people emerge as leaders are quite different from those that make an effective leader.

Of course, when leadership potential has been measured incorrectly for so long, there is no simple solution to fix the issue overnight. That’s why it has never been more important to look to the future and start exposing younger generations to the most accurate and effective tools for identifying effective leaders. 

In this edition of the Distributor Spotlight series, our friends at THUOPER provide us with an overview of an incredible program in which they are utilizing Hogan’s assessments for students who are selected to serve as CEO for a day.

One of the most common complaints against the education system of different countries is their apparent disconnection with the needs of companies. Generally, educational programs do not respond to organizational reality, and recent graduates find many difficulties when facing their first job. Read More »

Find, Grow, and Retain Top Talent: A 5-Step Plan

rita-morais-108397-unsplash*This article was authored by Robert Hogan and Joan Jacobsen, and was originally published in The New Thinking Issue of Talent Quarterly. Visit their website to purchase the full issue as well as all previous issues.

Assembling a roster of all-stars isn’t easy—and keeping your squad together is even harder. Steal these five strategies and your team will be a perennial contender.

SUCCEEDING IN BUSINESS is a lot like succeeding in sports: The team with the most talent and best coach will almost always come out on top. But as any struggling squad will tell you, finding top talent isn’t exactly easy.

Let’s say, however, that you draft some homegrown stars and supplement your roster with a few big free agents. Even then you may not beat your competitors, because finding talent is one thing. Using it efficiently is some- thing entirely different.

But don’t throw in the towel. Here are five simple strategies you can use to sign franchise players, create a winning formula, and execute flawlessly.

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Hogan and Humility: What Does It All Mean?

NPH-0057-Humility-InfographicHumility has been a hot topic at Hogan in 2018, and that won’t be changing anytime in the near future. However, many of those familiar with Hogan are probably curious what that means in relation to Hogan scales, and what we look for to identify humble leaders. Although we are still researching the topic, we have determined five key areas pertaining to humility.

  1. Bold (HDS) – Humble people score lower on the Bold scale. Those who score high on Bold tend to assertively promote themselves, overestimate their own abilities and competencies, and may not have realistic expectations of success. Humble people, however, prefer not to promote themselves and seldom fantasize their talents/skills or oversell their abilities. Read More »

Self-Deception and Leadership

image-2953-640_panofree-rejo-2953*This post was authored by Robert Hogan & Ryne Sherman.

There is a fascinating connection between two seemingly unrelated topics: self-deception and leadership. The two themes often come together in the lives of prominent politicians, for example, in the career of Barack Obama. Let us explain.

We are both fascinated by the idea that people often do things for reasons of which they are unaware. On the one hand, it is pretty obvious that people frequently act without knowing (or caring) why they behave as they do. On the other hand, why is that? For Freud, unconscious thoughts are created by what he called “repression:” one part of the mind (the Ego) recognizes that another part of the mind (the Id) prompts us to do things that will be great fun but which will get us in trouble. The Ego saves us from ourselves by repressing the impulses of the Id—most of the time. But from time to time, the Id escapes the Ego, and we do naughty things. Even then, however, the Ego protects us by “repressing” our awareness of what we have done and why. Freud goes on to say that maturity involves replacing repression with condemnation: immature people repress their socially inappropriate impulses; mature people acknowledge that they have socially inappropriate impulses but refuse to act on them. Read More »

Moral Character Matters, and It Matters Most of All at the Top of Organizations

drew-graham-349640-unsplash*This is a guest post authored by Dr. Nicholas Emler, Professor of Psychology at University of Surrey.

Social organizations generate immense power and great benefits. Today, we rely on social organizations to support every facet of our lives—from food production and distribution to water supply and waste disposal to the provision of health care and national security. However, that power can also be a source of massive harm.  It therefore matters whose hands control the levers of this power. And moral character matters immensely at this level because leaders have significant discretion to act, discretion denied to people lower in the organizational hierarchy.

There are some distinct moral challenges associated with the exercise of organizational leadership; unfortunately, some leaders are not up to these challenges.  This essay identifies seven moral challenges of leadership, and concludes by suggesting that moral failure may be commonplace at the top of social organizations.

The first and most elementary moral challenge concerns the fact that leaders occupy positions of trust; they are entrusted with managing the material resources of the organization. As criminology clearly shows, theft depends on opportunity and most societies are arranged so as to minimize the opportunities available to known delinquents. But matters are very different at the top of organizations; the opportunities and temptations – of personal enrichment at collective expense — can be huge and the strength of character to resist those temptations is often lacking. Read More »

We Don’t Build Bridges from Instinct: An Interview with Dr. Robert Hogan

RT Budapest*This Q&A was originally published by HRPWR.com

Dr. Robert Hogan is an international authority in the fields of personality assessment, the assessment of management skills and organisational efficiency. He is the author of more than 300 articles, book chapters and books in total; the founder of Hogan Assessments and eponym of the Hogan test.  Dr. Hogan is a determining personality of 21st century applied business psychology, who is widely acclaimed internationally in scientific and business circles alike. We recently spoke with Dr. Hogan when he was in Budapest to speak at the Future of Coaching in Organisations conference.

May I start with a personal question? Have you always been interested in organisational psychology, or had you previously tried your hand at other fields of psychology?

I’m a retired naval officer. After leaving the navy, I worked with youthful offenders for one and a half years – my interest in psychology derives from these times. I was completely enchanted by the task of understanding how these young people had arrived at this point, many of whom were really smart and good at sports – how did they become youthful offenders? I wanted to find out what could be done to reverse the process which had led them to that point. After this, I decided to pursue a PhD in psychology, and I spent the first 11-13 years of my post-navy career studying crime.

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